三年前,成都人民广播电台经济非常困难,管理比较混乱,设备严重老化,职工收入偏低,队伍人心浮动。1998年,全台的广告创收仅418万,加上局里补助的187万,才得以勉强维持日常运转。1999年以精简机构、精简人员、精办节目为起步,逐步实施了包括干部、人事、分配在内的全面改革,取得了很大成功,实现了跨越式发展:广告收入年均递增达70%,2001年经营收 Three years ago, the Chengdu People’s Broadcasting Station was in a very difficult economic situation. Its management was rather chaotic. Its equipment was seriously deteriorating. Its staff income was still low, and its ranks were floating. In 1998, the whole station received only 4.18 million advertising revenue, with the bureau subsidy of 1.87 million, barely able to maintain its daily operation. In 1999, with the streamlining of institutions, streamlining of staff and elaborate programs as a starting point, the comprehensive reform including cadres, personnel and distribution was gradually implemented with great success and achieved leapfrog development: the average annual increase in advertising revenue reached 70% , 2001 operating income